THE WORLD BANK

Disaster Risk
Management
Building a Safe and Resilient
Future for All

September 2011
SUSTAINABLE DEVELOPMENT NETWORK
 Contents
Managing Natural Hazards,
Reducing Risks to Development 1

Djibouti Disaster Risk Management 8

Pakistan Earthquake Housing

Reconstruction and Livelihood
Programs 10

Vietnam: Managing Natural

Disasters—From Ex-post
Response to Ex-ante
Preparedness and Mitigation 12

Yemen: Safeguarding Residents

and Businesses of Taiz From Seasonal
Floods and Disease 14

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Disaster Risk
Management
The World Bank has emerged as a leading
partner of disaster-prone countries in their
efforts to manage the risk of disasters, and
respond to their impacts when they hit. Invest-
ments are helping to safeguard growth in sectors like
urban, water, transport, agriculture and rural develop-
ment, and protect millions from the loss of lives and
livelihoods in disasters. To leverage new investment,
generate knowledge and expertise and build a global
partnership for Disaster Risk Management (DRM), the
Global Facility for Disaster Reduction and Recovery
(GFDRR) was established in 2006. As a World
Bank-hosted facility, GFDRR provides grant financing
and offers a range of analytical and advisory services
that are directly impacting on the ability of high-risk,
low income countries to understand and act on the
hazards they face, helping them adapt to a changing
climate.
Challenge
Disasters caused more than 3.3 million deaths
and US$2.3 trillion in damage (in 2008 US
dollars) between 1970 and 2010.1 Looking to the
future, as the 2010 World Bank/United Nations (UN)
report Natural Hazards, UnNatural Disasters: the
Economics of Effective Prevention found, large cities
already exposed to cyclones and earthquakes will
more than double their population by 2050 (from 680
million in 2000 to 1.5 billion in 2050). This trend will
differ by country and region. If cities are well man-
1. Source: World Bank (2010) Natural Hazards, UnNatural Disasters: The Economics of Effective Prevention.
Building a
Safe and Resilient
Future for All
aged, disaster impacts need not increase, but the
projected increase in numbers of people living at risk
in cities highlights the challenge ahead. Furthermore,
the report finds that economic development and
population growth are expected to result in increas-
ing damages from extreme events and that, without
policy change, these costs are expected to triple to
US$185 billion annually by the turn of the century.
This scenario is without taking into account any
change in the climate.
Climate change further complicates the
picture. Climate-change induced tropical cyclones
could add between US$28 billion and US$68 billion
to annual damages by 2100. There is great uncer-
tainty with these long-range forecasts, which are
sensitive to assumptions about the future, but the
fact remains: to achieve lasting social and economic
resilience to disasters requires a fundamental step
change in how planners and policy makers from all
sectors consider disaster risks in the everyday
business of development.
Natural disasters affect low- and middle-
income countries disproportionately. Natural
Hazards, UnNatural Disasters (2010) reports that, of
the disaster-related deaths reported during the
period 1970 to 2010, poor countries withstand the
worst, while middle-income countries incurred the
greatest proportional economic burden of damage
(as a proportion of gross domestic product (GDP)).
THE WORLD BANK: Disaster Risk Management | 1
 THE WORLD BANK: Disaster Risk Management

Approach
DRM was universally endorsed as a develop-
ment priority through the Hyogo Framework for
Action (HFA) in 2005. This framework is a compact
of 168 governments and international organizations,
including the World Bank and the UN, focused on
building resilience to disasters for all nations. The
HFA has three strategic goals: to integrate DRM in
development policies, strategies and planning; to
strengthen institutions responsible for DRM at all
levels, and; to build a culture of disaster resilience in
response and recovery operations. 1. Post-Disaster Needs Assessment (PDNA)
In line with these goals, the World Bank is and Emergency Reconstruction & Recovery
responding to the growing demand from its Projects: large-scale emergency recovery
clients for assistance after natural disasters programs such as those after the Aceh tsunami
and support to prepare for future disasters and in Indonesia, the 2005 earthquake in Pakistan
reduce risks, including those resulting from and the Wenchuan earthquake in China in 2008;
climate change. This response is based on the 26 PDNAs to date, supported by rapid mapping
knowledge that - if done right - preventative mea- and damage validation through remote sensing
sures not only save lives, they are cost effective too. and earth observation, such as the assessment
The establishment of GFDRR has leveraged the conducted in Haiti in 2010. Sector-specific
Bank’s role, leadership, and performance on global knowledge products and toolkits improve the
knowledge creation, innovation and partnerships in way lessons are captured from disasters,
DRM. Currently, the World Bank’s DRM practice increasing the chances of building a more
operates across five strategic pillars of action: resilient future for all.

Box 1: Natural Hazards, UnNatural Disasters: The Economics of Effective Prevention

The GFDRR was tasked with producing the first joint World Bank–United Nations report on the economics
of disaster prevention. The goal was to provide the necessary economic evidence to justify investments in
disaster risk reduction, shifting the focus from relief, recovery and reconstruction to prevention and
preparedness. In November 2010, the report Natural Hazards, UnNatural Disasters: The Economics of
Effective Prevention­­—the culmination of original research done by over 70 experts from over two-dozen
institutions­­—was launched. The report has been presented in a series of high-level events around the
world, shaping and catalyzing policy dialogue at the highest levels, and contributing to making disaster
risk reduction a development issue. The team responded to requests from very different audiences, includ-
ing academic institutions and think tanks, international organizations, and directly from governments, of
both developing and developed countries, confirming that preventing death and destruction from disasters
is everybody’s business.

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2. Disaster risk mitigation and related climate
adaptation investment programs and multi-
sector mainstreaming of DRM: risk mitigation
programs, including those focusing on climate-
related hazards, such as the India National
Cyclone Mitigation Project; multi-sector invest-
ment programs that address disaster risk as a
core component.
3. Innovation and application of new technolo-
gies: innovative risk financing instruments such as
the Caribbean Catastrophe Risk Insurance Facility
(CCRIF) and the Pan-African Drought Insurance
Pool; remote sensing and geospatial analysis for
mapping risks, analyzing intervention options and
assessing post-disaster impacts; leveraging
public-private partnerships and volunteer technol-
ogy communities to identify innovative practical
solutions to DRM challenges.
4. Global knowledge solutions and building
access to data: actively informing the global
disaster risk management and climate change
adaptation agenda with cutting-edge knowledge
products, such as the Housing Reconstruction
Handbook, the seminal study on the economics of
prevention Natural Hazards, UnNatural
Disasters (see Box 1), the Climate Change,
Disaster Risk, and the Urban Poor report launched
at the C40 Large Cities Climate Summit, and the
upcoming Urban Risk Assessment report.
Catalyzing global knowledge sharing through
high-level events such as the Understanding Risk
Conference or the 2011 World Reconstruction
Conference. Promotion of open data and open
source technology through the Open Data for
Resilience Initiative (OpenDRI); supporting
in-country capacity to source, create, open and
share data.
5. Partnership development and donor coordi-
nation: through the GFDRR, building strategic
and operational alliances with technical and
political leaders in the DRM field (see ‘Partners’
section).
Results
The growing strategic commitment of the World
Bank to DRM is reflected in the number of
Country Assistance and Partnership Strategies
(CASs/CPSs) that now build disaster risk into
their approach. As of July 2011, out of 90 CASs/
CPSs reviewed in the last two years, 65 recognized
disasters as a challenge to the implementation of the
strategy, 45 identified DRM as a cross-cutting
strategic issue, and 15 established DRM as a distinct
pillar of their strategy. This strategic recognition of
DRM within World Bank strategies is leading to major
investment in disaster and climate resilient develop-
ment, with real results on the ground, including these
examples that follow.
Through innovative instruments and invest-
ment, IDA assistance has provided critical
support for countries exposed to adverse
natural events. For example, the world’s first
regional disaster financing facility, the Caribbean
Catastrophe Risk Insurance Facility (CCRIF)―which
includes IDA countries among its members―was
established in 2007 to provide access to short-term
liquidity for Caribbean governments in the aftermath
of disasters. In addition to technical assistance in the
establishment of the facility, the World Bank financed
the cost of joining the facility for a number of Carib-
bean Community (CARICOM) countries, including
Haiti, and contributed to the Multi-Donor Trust Fund,
which served as the initial supporting capital for the
facility. Within two weeks of the 2010 Haiti earth-
quake, CCRIF transferred US$8 million to provide
immediate liquidity to the government.
THE WORLD BANK: Disaster Risk Management | 3
 THE WORLD BANK: Disaster Risk Management
Following the 2005 earthquake in Pakistan, the
World Bank (IDA/IBRD) committed about US$1 billion
to recovery and reconstruction efforts. Achievements
include the provision of timely shelter support to
550,000 people and the reconstruction of more than
400,000 earthquake-resistant houses.
PDNA is increasingly an internationally
accepted standard for government-led needs
assessment. In Haiti after the 2010 earthquake, the
assessment served as a blueprint for international
cooperation in the reconstruction effort, drastically
reducing the coordination burden on the strained
resources of the Haitian Government. To date over
2,300 officials have been trained in PDNA and
damage and loss assessment methodology, increas-
ing the capacity of national authorities to plan and
prepare themselves, thus reducing reliance on
international assistance. The PDNA has catalyzed
major reform in the way at-risk countries manage and
plan financing for reconstruction and recovery.
National disaster funds have been established in
Yemen, Madagascar and Indonesia as a result of
World Bank assistance.
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In middle-income economies, IBRD loans have
enabled high-risk countries to assess and
manage disaster risks comprehensively. In 2005,
the Bank supported Colombia with a US$260
million loan to strengthen the capability of the
national disaster risk management system in about
1,000 municipalities. The second phase of this
program started in 2006 with an additional US$80
million loan to support the city of Bogota to strength-
en its capacity to manage disaster risks and reduce
vulnerability in key sectors. Results of this project
include the resettlement of 5,000 households living in
high-risk areas to permanent housing in safe areas;
retrofitting of 201 schools and kindergartens to
seismic-resistant standards between 2005 and 2008;
and the reduction of the population at risk in public
buildings from 575,000 to 252,000.
IBRD loans have also assisted in the sustain-
able and disaster-resilient recovery of disaster-
affected communities. The World Bank is support-
ing China with a US$710 million IBRD loan to restore
infrastructure, health and education services in
several counties and municipalities in Sichuan and
Gansu that were damaged or destroyed after the
2008 Wenchuan earthquake. Although the project
runs to 2014, construction of 26 hospitals and clinics
in Sichuan is already underway. In Gansu, three
wastewater treatment facilities, two wastewater
pipelines and one water supply pipeline are under
construction. Six schools are being constructed and
will be open before the next school year begins, while
one damaged high school, Hui County High, was
re-opened in March 2011. The construction of all
new buildings is subject to high seismic and flood
risk standards and experts are supervising every step
to ensure lives are not lost in the future. In addition,
the GFDRR is supporting the Ministry of Finance to
conduct a review of the National Master Plan for
Rehabilitation and Reconstruction and six sector
recovery plans.
 The Catastrophe Risk Deferred Draw-down
Option (CAT DDO) is an IBRD innovation that
allows countries to access liquidity immediately
after a disaster. Since the start of CAT-DDO
operations in March 2008, Colombia, Guatemala and
Costa Rica have drawn down funds from the
instrument, in payouts of US$150 million, US$85
million and US$24 million respectively. These payouts
have provided fast, flexible funds to governments to
enable them to respond quickly to the needs of their
affected citizens, and to reduce dependence on
donor aid and borrowing.
Bank Contribution
Between fiscal years 2006 and 2011, IBRD and
IDA committed an estimated $10.5 billion to
projects or project elements related to disas-
ters.2 Typically, in the urban, water, agriculture or
rural development sectors, these operations have
built-in DRM as a core component of their design
and together they represent ‘DRM mainstreaming’ in
action. New IDA investment has been triggered by
the large-scale disasters the world has witnessed in
recent times. Furthermore, emergency recovery loans
financed by both IDA and IBRD have been approved
to restore public services and infrastructure in the
wake of recent disasters.

Some of the key highlights of results achieved in IDA-supported aforementioned projects

are as follows:
• Sri Lanka: A significant share of the IDA support from the Tsunami Emergency Reconstruction Pro-
gram I and II, with US$75 million each, helped to restore livelihoods of nearly 100,000 families and to
reconstruct about 44,000 damaged houses. More than 100,000 Sri Lankan families benefited from
livelihood cash grants, with the first installment paid within three months of the tsunami.
• Ethiopia: 7.8 million rural inhabitants received support under the IDA Productive Safety Net Adaptable
Program Loan (APL) II Program through workfare or grants in response to localized intermediate or
severe drought 2007–09.
• Bangladesh: 1.7 million households have been supported through the construction of approximately
50 new shelters and repairs to another 250 existing multi-purpose shelters, and rehabilitation of over
100 kilometers of embankments after Cyclone Sidr in 2007.
• Togo: Over 52,000 people in poor neighborhoods were protected against the 2010 floods through the
Emergency Urban Infrastructure Rehabilitation Project. The project cleared over 70 kilometers of storm
drains in flood risk areas, which allowed rainwater to flow where previously it would flood, rehabilitated
roads, provided a 1,000-bed emergency center and connected underserved communities to the
electricity network.
• Vietnam: Over 210,000 people living across 30 villages are now prepared for disaster, having devel-
oped local early warning and evacuation systems, disaster action plans, 12 new or upgraded storm
shelters and 165 safe schools and health care facilities that had been damaged by recent storms.

THE WORLD BANK: Disaster Risk Management | 5

2. Source: GFDRR Disasters Portfolio Database (data as of June 30, 2011).
 THE WORLD BANK: Disaster Risk Management
Partners
In the disaster-prone countries, the World Bank
often plays a role in coordinating donor efforts
both in ex-ante investment and ex-post assis-
tance for reconstruction and recovery. The World
Bank develops partnership through technical and
financial assistance to national governmental and
non-governmental agencies tasked with the chal-
lenge of protecting their country from the threat of
disasters.
The GFDRR is a partnership financing
mechanism co-chaired and hosted by the World
Bank that aims to mainstream disaster risk
management into development policy and
programs, before and after a disaster. The
partnership includes 38 country governments from
developed, emerging and developing countries and
seven international organizations, including the
United Nations International Strategy for Disaster
Reduction (UNISDR), the Secretariat of the African,
Caribbean and Pacific Group of States (ACP), the
European Commission, the United Nations Develop-
ment Programme (UNDP), the Arab Academy for
Science, Technology and Maritime Transport, and the
International Federation of Red Cross and Red
Crescent (IFRC).
Recognizing the need for partnership and
synergy in the post-disaster context, the World
Bank, the United Nations and the European
Commission entered into a Joint Declaration on
Post-Crises Assessments and Recovery Plan-
ning in 2008 to improve the coordination of
support offered to governments affected by
disasters. This declaration promotes a harmonized
approach to the PDNA, in which a multi-disciplinary
team—led by the government and comprising
members from World Bank, UN, donors and oth-
ers—typically guides post-disaster recovery strategy
in partnership.
6 | THE WORLD BANK: Disaster Risk Management
Increasingly, partnership is taking on new
and innovative forms, including through ‘volun-
teer technical communities. These expert com-
munities—who are most often technical professionals
with deep expertise in geographic information
systems, database management, social media, and/
or online campaigns—apply their skills to some of the
hardest elements of the disaster risk management
process, like mapping risk and identifying mitigation
options. The GFDRR Labs hosts the Random Hacks
of Kindness (RHoK), a public-private-people partner-
ship, which includes the World Bank, Google,
Microsoft, Yahoo! National Aeronautics and Space
Administration (NASA), and Hewlett-Packard (HP).
RHoK brings together 150 government, private
sector and civil society partners supporting the
initiative at a local level around the globe.
Moving Forward
Building on success, the World Bank as a global
institution commits to provide timely, cutting-
edge DRM knowledge and expertise to partner
countries, and to continue to mainstream DRM
across all sectors of investment. Through
targeted support, at-risk countries themselves will be
the driving force for real results. Risks cut across
national boundaries, and the World Bank will con-
tinue to support south-south exchange of officials
and technical leaders in the field to facilitate the flow
of knowledge and learning.
Through the GFDRR partnership, outreach to
a more diverse set of DRM partners is ongoing
and must increase, including with the private
sector, regional organizations and civil society.
The World Bank supports the opening up of risk and
climate data and the development of decision
support systems so that responsible officials, policy
makers and practitioners no longer need to operate
in the dark, and can have access to innovation in
emerging fields like disaster risk financing, to meet
the growing challenges they face. The culture of
innovation in the field must continue, particularly on
instruments for risk finance. window is a major step forward and provides greater
IDA has stepped up its support to manage availability and predictability of additional conces-
disasters and disaster risks, both ex-ante and sional assistance for post-disaster recovery and
ex-post. The Crisis Response Window (CRW) has reconstruction in low-capacity, high-risk countries.
been institutionalized in IDA16 to assist low-income IDA and IBRD will increase support for innovative and
countries to respond better to disasters and adopt customized financial solutions for both low- and
preventive measures to minimize the adverse middle-income countries that build fiscal and
consequences of future catastrophes. This funding economic resilience to natural hazards.

THE WORLD BANK: Disaster Risk Management | 7

 THE WORLD BANK: Disaster Risk Management
Djibouti Disaster Risk Management
Challenge
Through the World Bank-managed Global Facility for
Disaster Reduction and Recovery (GFDRR), Djibouti
is addressing the need to strengthen its capacity to
assess and communicate its risks and vulnerabilities
to natural hazards.
GFDRR Disaster Risk Management (DRM)
program was designed with Djibouti’s institutional
capacity in mind, so as to foster ownership of this
program among national agencies that had leading
roles in all stages of implementation. This approach
has resulted in high transfer of disaster risk manage-
ment capacity, and has provided the Djibouti partners
with good levels of ownership and confidence, which
will be instrumental for the sustainability of risk
assessment capacity. The work carried out through
GFDRR funding since 2008 has generated useful
knowledge that the government of Djibouti is
applying in its effort to upgrade the country’s disaster
risk management capacity.
Approach
The GFDRR funded activities have enabled a strong
partnership among key development partners
working on disaster risk management in Djibouti.
Quarterly trainings and round-tables with the SEG-
RC, the Ministry of Environment, the National
Meteorology Agency, the University of Djibouti and
the Djibouti Center for Research Studies (CERD), the
Ministry of Health, and international donors such as
the United Nations Development Program (UNDP),
UNISDR the World Food Program and, the European
Union, the Inter-Governmental Authority for Develop-
ment (IGAD) are creating stronger synergy among the
programs, while enabling the organization of a
multi-donor DRM round-table planned for the end of
2011 in Djibouti. Coordinated support is expected to
increase the momentum of sector investment while
promoting the integration of disaster risk reduction
8 | THE WORLD BANK: Disaster Risk Management
measures in country development strategies, as
demonstrated by the recent integration of DRM into
the 2011 Djibouti development strategy, the National
Initiative for Social Development (INDS).
Results
The Natural Disaster Risk Assessment and Monitor-
ing System technical assistance—focused on
developing a comprehensive and sustainable
arrangement to assess, communicate and monitor
hazard risks in Djibouti—is helping the country to
shift from a responsive to a preventive approach to
natural disasters and has helped reach the following
outcomes:
• 30 national practitioners were trained and certified
in disaster risk management and reduction by the
GFDRR (September 13–16, 2010);
• 35 students from the University of Djibouti
(20 of which are enrolled in GFDRR-funded
academic DRM program) were trained by the
Bank on Climate Change Adaptation (CCA)
(December 4–5, 2010);
• Disaster data collection and management
capacity increased following technical training
of 40 stakeholders from line ministries
(February 20–23, 2011);
• The CERD established a damage and loss
inventory database, allowing the government to
systematize and quantify damage and losses after
a natural disaster (February 2011);
• Two university students joined a Masters Degree
program in disaster risk management in France,
financed by the Djiboutian Government. Those
students will join the SEGRC in August 2011.
Bank Contribution
Through the GFDRR, the World Bank has helped
transfer knowledge and build DRM and CCA
capacity of local institutions, while increasing the
involvement in DRM of the Health Ministry and
Ministry of Planning, which are now working on a
sectoral DRM strategy. The Bank has mobilized
resources to support the following activities: (i)
Natural Disaster Risk Assessment and Monitoring
System (GFDRR US$2.5 million); and; (ii) Pursuing
Low Regret Climate Adaptation and Disaster Risk
Reduction Options (US$200,000 from the TFEESD)

Toward the Future

The strong disaster risk management efforts of the
University of Djibouti and the National Meteorology
Agency triggered additional financing (US$200,000)
from the Trust Fund for Environmentally and Socially
Sustainable Development (TFEESD), to pursue “Low
Regret Climate Adaptation and Disaster Risk Reduc-
tion Options in the Republic of Djibouti.” These
activities greatly complement ongoing efforts under 30 national practitioners were trained
GFDRR, and respond to the strong request from
and certified in disaster risk management
national stakeholders to strengthen national capaci-
ties for analysis and communication of disaster risk and reduction.
and climate change information among vulnerable
communities.
The GFDRR-funded activity has triggered the
establishment of a Laboratory for Risk Management
by CERD. This initiative, funded by the Djiboutian
government, demonstrates a strong commitment to
provide integrated scientific and technical approach
to risk management.
The University of Djibouti has also created training
courses in disaster risk management and climate
change adaptation that have been integrated into the
university curriculum. There are currently 26 students
enrolled in this course.
As a result of the 2011 drought in Djibouti, the
Government of Djibouti requested and obtained
GFDRR support to perform a DALA training followed
by a drought Post Disaster Needs Assessment
(PDNA).

THE WORLD BANK: Disaster Risk Management | 9

 THE WORLD BANK: Disaster Risk Management
Pakistan Earthquake Housing
Reconstruction and Livelihood Programs
Challenge
After the 2005 Pakistan earthquake, the immediate
requirement was to provide earthquake-affected
people with a basic shelter to protect against the
harsh winter that was already setting in. The next set
of challenges involved classifying the level of destruc-
tion of each housing unit against uniform technical
criteria; identifying eligible beneficiaries for the Rural
Housing Reconstruction Program (RHRP); providing
them with a range of seismically resistant and
culturally acceptable structural design options;
developing corresponding and equitable grant
packages; quickly disbursing the first and second
grant tranches to almost 600,000 beneficiaries
spread over 30,000 sq.km of rugged mountainous
terrain; and finally, establishing multi-stakeholder
implementation and coordination mechanisms down
to the grass root level.
Approach
The RHRP has remained a flagship earthquake
recovery program of the Government of Pakistan
implemented through the Earthquake Reconstruction
and Rehabilitation Authority (ERRA) and home-own-
ers themselves. Both the pace and quality of imple-
mentation under the RHRP has been remarkably
impressive—especially when compared with similar
homeowner-driven housing reconstruction programs
elsewhere in the region and internationally, which in
most cases have met with only partial and belated
success. Additionally, state of the art Monitoring and
Evaluation, and Management Information System-
based grievance monitoring and redressal systems
were developed by various implementation partners
under the program.
10 | THE WORLD BANK: Disaster Risk Management
Results
A vast majority of people residing in the earthquake-
affected areas show commitment towards promoting
and practicing a culture of seismic resistant housing
construction.
Highlights
One the key achievements of the RHRP has been
effective and efficient reconstruction of hundreds of
thousands of homes across multiple dimensions:
• scale—30,000 sq.km, more than 500,000
houses;
• time—85% progress in three years;
• quality—seismic compliance rates of over 90%;
• community capacity building—more than 500,000
individuals have been trained or oriented in
seismic resistant housing construction and;
• diversity of solutions implemented—owner
selection from a menu of seismic structural
solutions
Bank Contribution
The RHRP has been financially and technically
supported by the World Bank through its Emergency
Recovery Project (ERP) and the additional financing
of the Pakistan Poverty Alleviation Fund. Together,
the World Bank funding for the Program comes to
US$ 448m –close to a third of the estimated Pro-
gram cost of US$ 1.5 billion.
The ERP—which in addition to housing also
included a livelihoods support component, entailing
monthly livelihood support grants to eligible and the
most deserving affected families all across the
affected region - was satisfactorily completed in
December 2006. Between April to December 2006,
around 260,000 families received monthly cash
support of Rs.3000 for a period of six months, and
totaling around Rs.4.5 billion (US$ 75 million) in
disbursements. Following the overwhelming success
of the component it was then extended to the most
vulnerable families for a period of six months, for
another 22,500 families, with additional disburse-
ments totaling Rs.375 million.

Toward the Future

Notwithstanding the successful and earlier than
anticipated completion of the RHRP, further efforts
and informed interventions are still required, not only
to bring the Program to a befitting closure, but also
to ensure that the successes under the program are
consolidated and are sustainable. There is an
opportunity for sustaining, deepening, and extending More than 500,000 individuals have
the project developmental impact beyond the
been trained or oriented in seismic
Program duration and its beneficiaries, to fully
stimulate a culture of seismic resistant construction resistant housing construction.
in all sectors across the high risk prone affected
areas Azad Jammu and Kashmir (AJK) and North
West Frontier Province (NWFP). Such sustainability
can partly be achieved by absorbing the capacities
developed under the RHRP into sustainable institu-
tional structures. Currently these are dispersed
among Housing Reconstruction Centers (HRCs)
located across the affected districts and the District
administrations. If these could be brought together
under institutional arrangements for disaster risk
management for the country, they could continue to
function beyond the program period, and benefit
communities in construction of houses as well as
other buildings through provision of training, techni-
cal assistance, and advice.

THE WORLD BANK: Disaster Risk Management | 11

 THE WORLD BANK: Disaster Risk Management
Vietnam: Managing Natural Disasters—
From Ex-post Response to Ex-ante Preparedness and Mitigation
Challenge
In Vietnam, population growth and changing demo-
graphic and economic patterns have led to uncon-
trolled urbanization together with widespread poverty.
More than 70 percent of the population is estimated
to be exposed to multiple natural hazards. The
country has been identified as one of the five
countries worst affected by climate change (World
Bank 2007). Over the past decade, natural disasters
have resulted in the loss of over 3,000 lives and
annual damage equivalent to an average 1%-1.5% of
GDP. It is estimated that, on average, about 40% of
the central contingency budget and 20% of the local
contingency budget are available to finance post-
disaster recovery activities.1
Approach
The ongoing US$86 million Natural Disaster Risk
Management Project (NDRMP) funded by IDA is the
only financial support provided to the country and is
the main source of Bank support for disaster risk
management efforts. The Project supports both
structural and non structural measures to enhance
the government’s capacity to managing disaster
risks. Structural measures include strengthening key
infrastructure used to mitigate disaster impacts, such
as dyke systems, safe harbours for fishing boats, and
pumping stations. Other measures included institu-
tional and capacity building support, and financing
post-disaster reconstruction investments. The project
was expanded through US$75 million additional
financing from IDA in 2010 to further support Vietnam
with post-disaster reconstruction efforts. The
assistance is not only helping Vietnam in handling its
financing gap for post-disaster reconstruction, but
also helping Vietnam in better managing budgetary
resources for post-disaster management.
1. Weathering the storm: Options for Disaster Risk Financing in Vietnam, June 2010, GFDRR, The World Bank
2. Vietnamese name of the Mekong river section located in Vietnam
12 | THE WORLD BANK: Disaster Risk Management
Results
Even though the project has not yet completed its
investment activities, most critical investments in
physical infrastructure and institutional and capacity
building have been effective during recent typhoon
and storm seasons. The Central Committee for Flood
and Storm Control (CCFSC) and its branches have
used their enhanced capacity to help vulnerable com-
munities in 17 provinces of the Central Region and
Cuu Long River Delta.2 In addition, the Government is
increasing the efficiency of its post-disaster recovery
and reconstruction efforts, including in the allocation
and disbursement of post-disaster resources and in
the use of the State Contingency Budget to support
post-disaster reconstruction of public infrastructure.
Highlights
As of March 2011:
• 17 provinces have developed a comprehensive
provincial action plan for the implementation of the
National Strategy, which has been integrated into
the 5-year socio-economic development plan
(SEDP).
• The functions, responsibilities and coordination
mechanism of the Central Committee for Flood
and Storm Control and its branches in 63 prov-
inces have been established through Decree #14
issued in February 2010.
• More than 210,000 villagers living in 30 com-
munes have benefited directly from the communi-
ty-based disaster risk management (CBDRM)
model, including Commune Safe Plans, commu-
nity early warning and evacuation systems, and
community-scale mitigation measures developed
by the project.
• IDA funded construction or significant upgrading
of 12 large-scale disaster-mitigation structures
and 165 public services infrastructures damaged
by storms Xangsane and Lekima. It also funded
305 small-scale public infrastructures damaged by
typhoon Ketsana.
• Central Committee for Flood and Storm Control
developed and implemented a comprehensive
training package on DRM for government officials
at the national and sub-national levels.

Bank Contribution
IDA provided support for disaster prevention and
mitigation measures, by offering Vietnam opportuni-
ties to mobilize not only additional resources but also
More than 210,000 villagers living in
international expertise in support the Government’s 30 communes have benefited directly
long-term disaster management strategy. Specifically,
IDA support has enabled massive NGO’s involvement from the community-based disaster
in disaster risk management initiatives undertaken by
risk management model.
vulnerable communities and has enhanced their
leadership capacity.
In addition, IDA has helped the government carry
out substantial institutional reforms as Vietnam
moves to a comprehensive and integrated approach
to disaster risk management encompassing develop-
ment planning, disaster preparedness, forecasting,
prevention, mitigation, post-disaster recovery and
reconstruction.

Toward the Future

As a follow up to the NDRMP program, IDA is
continuing to support the Government of Vietnam in
its ongoing disaster risk management program via a
US$150 million Managing Natural Hazards project
currently under preparation. The project will focus on
10 provinces in the hazard-prone Central Region and
will use a river basin approach to guide priority
structural and non-structural investments at different
levels. Hydro-met services and early warning
systems will also be upgraded and strengthened
through this new follow-on project.

THE WORLD BANK: Disaster Risk Management | 13

 THE WORLD BANK: Disaster Risk Management
Yemen: Safeguarding Residents and Businesses of Taiz From Seasonal
Floods and Disease
Challenge
Taiz, a city of about 600,000 inhabitants, is located
at the foot of the giant Saber Mountains. Before the
project and due to lack of proper drainage systems,
rain waters would flood private and public properties,
leaving behind enormous amount of debris and dusts
that would take weeks to clean and remove. In
addition, each year these rains would leave behind
tens of deaths and hundreds of destroyed homes,
businesses, and public infrastructure. The challenge
was to build flood control channels that would give
the people of Taiz the opportunity to live normal lives
all the year around.
Approach
The only solutions to Taiz’s floods were investing in
flood control structures, or relocating the people.
The latter solution was not practical and too expen-
sive and, hence, the first option was selected.
Preparation of the first phase began in 1988, and in
1991 the project was approved by the World Bank
Board for an amount of US$16 million. Major
investments in this phase were directed to the most
vulnerable areas of the city, but mainly downtown
Taiz where most people live and work. Investments
on flood control structures in upstream and down-
stream were left for later phases. After completion of
the first two phases by June 2008 Taiz is finally
recovering from years of destructive seasonal floods.
14 | THE WORLD BANK: Disaster Risk Management
Results
Successive IDA financing of US$16 million, US$45
million, and US$20 provided vital flood control
structures in the city of Taiz and its surrounding
areas. By the closing of the second phase in June
2008, major parts of Taiz city, including downtown
Taiz, were transformed into livable and flash flood-
secure neighborhoods and the impact of the projects
on the lives and livelihoods of the people in these
areas is substantial.
Highlights:
• The structures built under the successive phases
include: Ten kilometers of open channel; 21km of
covered channel; 85km of stone and asphalt
paved roads; 54km of sewer line; 21 sedimenta-
tion traps; and 3.2km of above-street-level
retaining walls.
• The number of deaths per year reduced from an
average of six people per year to zero.
• An increase in land values by more than 100
percent; a reduction in damages to residential
properties and businesses from 160 and 660
respectively per year to zero; a reduction in the
yearly maintenance costs of public services such
telephone, power, water and sewer networks and
roads.
• Flood structure and complementary wastewater
connections helped to improve health and sanitary
conditions by reducing the flow of wastewater into
wadis, which had become breeding grounds for
malaria-infested mosquitoes.
• The 85km stone and asphalt paved roads
constructed under the project helped to improve
the flow of traffic within the city and reduced
congestion.
• Due to its labor extensive nature, the project has
created directly and indirectly 45,000 man-month
of employment jobs for skilled and unskilled
workers during implementation.

Bank Contribution
Total IDA support to the city of Taiz under the flood
protection project is US$ 81 million, which includes
US$10 million under the Taiz Pilot Emergency Water
Supply Project and US$40 million through the Urban
Water Supply and Sanitation Project. The total cost
of the three phases, including government’s contri-
Damages to residences and businesses
bution, is about US$97 million, provided between came down to zero from about 160 and
1991 and 2010 to finance a number of activities,
including civil works representing 83 percent of the 660 respectively, while deaths in the
total project cost. After securing Taiz from destruc-
targeted areas declined from an average
tive seasonal flooding, the Board approved in May
2010 and additional IDA support to Taiz to help six persons a year to three in 2005 and
upgrade a number of informal settlements at a total
cost of US$ 22 million. zero since beginning of 2006.

Partners
This is an emergency or disaster risk reduction type
of project. There has not been much donor interest
or capacity to support this project. IDA remains the
only donor partner for this project through its three
successive phases.

THE WORLD BANK: Disaster Risk Management | 15

 THE WORLD BANK: Disaster Risk Management
Yemen

Toward the Future

The results of the project are tangible and people
recollect how their lives changed before and after the
IDA effort got underway. The achievements made
were not only recognized by those living in Taiz but
also by those who know people before the initiative.
If there is a project that all people have the same
voice about it, it is the Taiz Municipal Development
and Flood Protection Project

16 | THE WORLD BANK: Disaster Risk Management

THE WORLD BANK: Disaster Risk Management | 17
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